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PARTICIPATION AND EMPOWERMENT  Chapter EXCEL BOOKS 24-1 24
ANNOTATED OUTLINE 24-2 INTRODUCTION Participation has a unique motivational power and a great psychological value. It promotes harmony and peace between workers and management. Workers’ participation in management aims at improving the quality of working life and thereby secure cooperation and commitment from workers.  Participation And Empowerment
24-3 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Workers’ Participation in Management: Different Views   Participation And Empowerment
24-4 ,[object Object],[object Object],[object Object],[object Object],[object Object],Forms of Participation   Participation And Empowerment
24-5 Government Policy Towards Workers’ Participation  ,[object Object],[object Object],[object Object],[object Object],[object Object],Participation And Empowerment
24-6 Joint Management Councils 1958 Objectives Promote cordial industrial relations Improve operational efficiency of workers Provide welfare facilities to workers Educate and prepare workers for meaningful participation in organisational matters Criteria for setting up JMCs The unit  must have 500 or more workers It should have a fair record of industrial relations It should have a well organised trade union, affiliated to one of the central  federations.  Both management and workers should agree to the setting up of such a unit Evaluation Failed to make much headway due to unenthusiastic response from unions and  workers Management, on the other hand, was mentally reluctant to share ideas and power  with workers in a meaningful manner.  Participation And Empowerment
24-7 Participation And Empowerment ,[object Object],[object Object],[object Object],Government Policy Towards Workers’ Participation
24-8 Participation And Empowerment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Government Policy Towards Workers’ Participation
24-9 Effective Workers’ Participation In Management   ,[object Object],[object Object],[object Object],[object Object],[object Object],Participation And Empowerment The scheme, however, proved to be a big hit in some well-known public and private sector organisations (such as TISCO, BHEL, MARUTI) where both management and workers were willing to invest their time and energies in ensuring the success of the scheme.
24-10 Participation And Empowerment WPM: MARUTI WAY   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
24-11 Empowerment  Participation And Empowerment ,[object Object],[object Object],[object Object],[object Object],[object Object]
24-12 Alternative Approaches To Participation   A. Quality Circles   Participation And Empowerment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Objectives  24-13 Participation And Empowerment Objectives of quality circles ,[object Object],[object Object],[object Object],[object Object],[object Object]
24-14 Participation And Empowerment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Alternative Approaches To Participation
24-15 Why Quality Circles Fail? Participation And Empowerment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
24-16 How To Make Quality Circles Effective?  Participation And Empowerment Suggestions for effective use of quality circles   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
24-17 B. Quality Of Working Life  Participation And Empowerment It is the degree to which members of a work organisation are able to satisfy important personal needs through their experiences in the organisation.  Alternative Approaches To Participation
24-18 Participation And Empowerment Major issues in quality of working life   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
24-19 How to measure quality of working life?  Participation And Empowerment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Obstacles to quality of working life programme   ,[object Object],[object Object],[object Object]
24-20 Improving the quality of working life  Participation And Empowerment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Chapter 24

  • 1. PARTICIPATION AND EMPOWERMENT Chapter EXCEL BOOKS 24-1 24
  • 2. ANNOTATED OUTLINE 24-2 INTRODUCTION Participation has a unique motivational power and a great psychological value. It promotes harmony and peace between workers and management. Workers’ participation in management aims at improving the quality of working life and thereby secure cooperation and commitment from workers. Participation And Empowerment
  • 3.
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  • 6. 24-6 Joint Management Councils 1958 Objectives Promote cordial industrial relations Improve operational efficiency of workers Provide welfare facilities to workers Educate and prepare workers for meaningful participation in organisational matters Criteria for setting up JMCs The unit must have 500 or more workers It should have a fair record of industrial relations It should have a well organised trade union, affiliated to one of the central federations. Both management and workers should agree to the setting up of such a unit Evaluation Failed to make much headway due to unenthusiastic response from unions and workers Management, on the other hand, was mentally reluctant to share ideas and power with workers in a meaningful manner. Participation And Empowerment
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
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  • 17. 24-17 B. Quality Of Working Life Participation And Empowerment It is the degree to which members of a work organisation are able to satisfy important personal needs through their experiences in the organisation. Alternative Approaches To Participation
  • 18.
  • 19.
  • 20.